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Pass4sure 000-425 Practice Test | Top 60 Questions of IBM 000-425 Exam you should memorize - alphernet.com.au

000-425 | System z Solutions Sales

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000-425 - System z Solutions Sales - braindump

Vendor IBM
Exam Number 000-425
Exam Name System z Solutions Sales
Questions 47 Q & A
Recent Update February 12, 2019
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000-425 exam Dumps Source : System z Solutions Sales

Test Code : 000-425
Test Name : System z Solutions Sales
Vendor Name : IBM
Q&A : 47 Real Questions

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IBM System z Solutions Sales

energy systems keep growing to be To conclude Off 2018 | killexams.com Real Questions and Pass4sure dumps

January 28, 2019 Timothy Prickett Morgan

The energy methods line, buoyed by means of the carry of excessive-conclusion energy E980 systems for huge AIX and IBM i jobs, a gentle circulation of IBM i gadget enhancements, and some traction in power-based Linux clusters for HPC and statistics analytics workloads, turned in an attractive decent remaining quarter for 2018, and capped three prior quarters of boom all the way through 2018 to turn in a full 12 months of increase.

you could’t tell how a lot increase, of course, however in the lead story of this problem of The four Hundred, I took my most reliable stab at modeling the quarterly income circulate of the vigor methods line since the beginning of 2018, and based on that model, I reckon that the vigor systems line booked just a tad over $1.6 billion in income, up 8.eight percent in comparison to 2017’s figures and marking the primary year of growth due to the fact 2011 and probably the most dramatic increase we now have likely seen in lots longer.

Jim Kavanaugh, IBM’s chief financial officer, talked briefly with Wall highway analysts about how the vigor methods line did in this fall 2018. “energy earnings became up 10 p.c, driven by means of Linux and persevered robust adoption throughout our new Power9-based architecture,” Kavanaugh mentioned. “within the fourth quarter, we accomplished the free up of our subsequent generation Power9 processors within the excessive conclusion, and we had strong adoption in each the low and excessive-conclusion methods. Our Power9 programs are designed for handling advanced analytics, cloud environments, and facts intensive workloads in AI, SAP HANA, and Unix markets and we have prolonged HANA certification to our Power9 excessive end. within the fourth quarter, we had mighty preliminary traction with our new choices that optimize each hardware and utility for AI, akin to PowerAI imaginative and prescient, which we introduced within the 2nd half of 2018. And we now have essentially accomplished the deployment of our supercomputers at the U.S. branch of power labs in the quarter.”

That changed into a $325 million deal, which IBM has been reserving throughout 2018 as machines rolled in and the “Summit” computer at very wellRidge country wide Laboratory and the “Sierra” laptop at Lawrence Livermore country wide Laboratory handed ranges of qualification tests.

What we might in reality want to recognize is how 2019 is calling, and here is all Kavanaugh needed to say when poked that query: “We continue to deliver new innovation to market to bring price for our purchasers in our Power9 architecture, which is resonating neatly in the market. And we received incredible acceptance, and grew 10 % in the fourth quarter. We expect for you to proceed to play out in 2019. So we have obtained a great ebook of business right here and some tailwinds at us.”

Tailwinds are all the time good, if you try to make up for lost time in selected, so that’s first rate.

So how did the leisure of massive Blue fare? Let’s take a look. in the remaining quarter of 2018, IBM’s revenues dipped by 3.5 percent to $2176 billion and internet profits turned into $1.95 billion, which turned into twice as large in magnitude as the loss that IBM suggested in this fall 2017 as a result of some write-offs. IBM pushed $2.62 billion in gadget and storage hardware and operating methods to exterior consumers within the fourth quarter, down 21.three %, plus an additional $238 million in iron to different IBM contraptions. IBM had $551 million in pre-tax income for the mixed internal and exterior revenue, which changed into 19.3 % of income. My most appropriate bet, due to the fact that IBM doesn’t supply out genuine numbers, is that IBM offered $2.17 billion in hardware (servers and storage) plus one more $447 million in working methods.

should you add the entire base operating device, middleware, database, programming tools, tech assist, and financing on top of the device z and energy programs traces, plus exterior disk, flash, and tape storage, IBM has rather an spectacular company. a whole lot greater than the gadget hardware and operating gadget figures that it stories on a quarterly foundation to Wall street. right here is the breakdown of IBM’s sales throughout its divisions, which is the starting factor for estimating IBM’s genuine and true techniques enterprise:

From this, I drill down into each division and estimate how an awful lot of every division’s income is primarily for IBM’s personal device z and power techniques systems and the linked storage product earnings. if you make some guesses – and that i ought to, as will we all backyard of the company – then a believe for the precise programs business emerges. And this doesn't encompass compute, storage, and networking means sold on the IBM Cloud, which is an additional animal wholly.

Suffice it to assert that here is an attractive giant business indeed, with gross gains across the combined structures that are within the range of fifty five % to 60 percent of revenues customarily. here is pretty respectable, and is a a good deal stronger systems business than IBM itself talks about. in the fourth quarter, I reckon that this company really declined via 11 % or so, to $7.41 billion, but that become especially due to the equipment z14 mainframe improve cycle running its direction after 5 quarters of earnings. IBM observed in its record that system z revenues were down forty four p.c 12 months-on-yr in the fourth quarter at constant forex, and that in fact harm. vigour systems income cannot, as yet, make up the change.

That mentioned, energy techniques revenue are on the upward thrust, and have incredible potentialities in HPC, records analytics, laptop researching. in-reminiscence processing, and different advanced workloads as smartly because the regular freddy ERP purposes that have been on IBM i and AIX structures for decades. it is difficult to think about that IBM can push revenue up as high as they were again in 2010 via 2012, but it can get some of the way returned there. One different aspect: I don't have any idea what power methods operating IBM i earnings are, however what I do be aware of is that IBM i earnings were using profits increase all over 2018, and in case you add in the application, functions, and financing atop of this, here is still a fairly large and in fact profitable company. Which is a great issue for the lengthy-term prospects of IBM i.

linked stories

systems A vibrant Spot In combined effects For IBM

The Frustration Of now not realizing How we are Doing

vigour methods Posts growth in the First Quarter

IBM’s systems community On The economic Rebound

large Blue profits, Poised For The Power9

The vigour Neine Conundrum

IBM Commits To Power9 upgrades For big power methods retail outlets


SD instances news digest: Google’s personal Computing problem, Azure analytics functions, and IBM Z Open Unit examine | killexams.com Real Questions and Pass4sure dumps

with a purpose to entice developers to enhance cloud safety, Google, in collaboration with Intel,  is launching the personal Computing challenge. Google is looking for two several types of responses: those that increase private computing and those that leverage personal computing to enhance the security of an utility.

The deadline for submissions is April 1 and the winner will acquire $15,000 in money, $5,000 in Google Cloud Platform credits, and a Google hardware gift.

Microsoft releases two new analytics capabilities for AzureMicrosoft has introduced two new Azure analytics features to eliminate the want for organizations to need to choose from bigger speeds or lower costs.

It launched Azure information Explorer (ADX), enabling companies to have a fully managed database service for examining colossal amounts of streaming information. ADX makes it possible for statistics scientists to profit insights from statistics without needing to do huge pre-processing of that data.

It additionally launched ADLS Gen2, a knowledge lake that the business spoke of “combines the scalability, charge effectiveness, protection model, and prosperous capabilities of Azure Blob Storage with a high-efficiency file device it's built for analytics.”

IBM Z Open Unit verify announcedIBM has announced IBM Z Open Unit verify, which is an automated unit trying out solution for batch and CICS programs. according to the business, it works with IBM Z Open building, which was released on the end of the yr as technique to enhance on z/OS using Git. collectively, the two solutions offer a “effective continual construction, testing, and birth ambiance.”

Key elements of IBM Z Open Unit examine encompass computerized information seize and recording, look at various case era for COBOL CICS classes, and the skill to save look at various situations in any SCM.

Illumio raises $65 million in series E fundingCybersecurity company Illumio has just raised $65 million in series E funding, bringing its total funding up to $332.5 million. Illumio gives micro-segmentation, which further and further groups are embracing as part of their protection strategy, the company defined. Illumio will use this new funding to help its increasing presence in the US, EMEA, and APAC.

“inspite of trade or dimension, each corporation has crown jewel or regulated assets working of their ambiance, and the best technique to protect them quite simply is ringfencing and segmentation,” said Andrew Rubin, CEO and co-founder of Illumio. “With this newest circular of funding, we’re continuing to put money into scaling our international go-to-market as neatly because the innovation of our platform.”


currency Headwinds and a Slowing upgrade Cycle Dent IBM's consequences | killexams.com Real Questions and Pass4sure dumps

Expectations had been a bit muted going into international company Machines' (NYSE:IBM) fourth quarter. After three successive quarters of yr-over-12 months profits increases, increase eluded IBM within the third quarter, because the favorable currency trade fees that had buoyed outcomes became in opposition t the enterprise, taking flat year-over-year boom and turning it negative.

In its outcomes released on Jan. 22, IBM revealed that it suffered the equal ill effects within the fourth quarter, as income once more declined year over year. nevertheless, an unexpected income beat and better-than-anticipated counsel gave investors cause for optimism.

A woman standing in front of an IBM Z Server.

picture supply: IBM.

mixed outcomes

For the fourth quarter, IBM generated salary of $21.8 billion, down three% year over yr and based on analysts' consensus estimates. Adjusted net profits, which excludes $1.9 billion in tax charges, came in at $4.4 billion, resulting in adjusted earnings per share of $four.87, forward of expectations of $4.84. 

akin to remaining quarter, overseas forex exchange quotes took a toll, as salary would were down just 1% after adjusting for trade cost alterations.

essential enterprise Segments

this autumn 2018

q4 2017

YOY alternate

Cognitive solutions

$5.forty five billion

$5.43 billion

0.four%

international company capabilities

$four.32 billion

$4.15 billion

four.1%

know-how functions & cloud structures

$eight.93 billion

$9.20 billion

(2.9%)

programs

$2.62 billion

$three.33 billion

(21.3%)

facts source: IBM Fourth-Quarter 2018 economic free up. YOY=12 months over 12 months.

each of the essential enterprise segments was affected to some diploma with the aid of the changes in currency. 

income from cognitive options changed into essentially flat year over 12 months (up 2% in steady foreign money), led with the aid of growth in options software, together with analytics and synthetic intelligence offerings.

world enterprise functions jumped four% yr over yr (or 6% adjusting for forex) from electricity in consulting, software management, and world system functions.

know-how services and cloud systems fell 3% 12 months over yr (or flat in steady forex), the effect of increase in hybrid cloud revenue.

systems salary fell 21% (down 20% adjusted for foreign money alterations), primarily the outcome of the winding down of the refresh cycle for the IBM Z server.

The a great deal-ballyhooed strategic imperatives

IBM has been focusing a whole lot of its materials on a transition from its legacy corporations to its so-referred to as strategic imperatives -- high-boom subsequent-technology groups that encompass analytics, cloud computing, security, and mobile.

That initiative is producing some diploma of success. revenue from this community of groups improved to $11.5 billion all over the fourth quarter, accounting for 53% of the enterprise's income. For the entire 12 months, strategic imperatives amounted to $39.eight billion, 50% of IBM's complete revenue. The company stated that the neighborhood turned into negatively impacted by using the IBM Z server refresh cycle winding down, however IBM noticed double-digit increase across analytics, cloud, and security apart from the IBM Z.

red Hat

right through the company's income convention name to talk about the outcomes, IBM's management provided greater particulars for its high-profile acquisition of crimson Hat (NYSE:RHT). This amounts to a $34 billion guess on the hybrid cloud-computing market. in the joint press free up asserting the deal, the agencies brought up that "analysis suggests that 80 % of enterprise workloads have yet to circulation to the cloud, held again with the aid of the proprietary nature of contemporary cloud market."

IBM CFO Jim Kavanaugh talked about corporations "are concerned concerning the comfortable portability of information and workloads throughout cloud environments, about consistency in management, [about] protection protocols throughout clouds, and in avoiding dealer lock-in." He additionally referred to IBM's "decade-long partnership" with crimson Hat as offering momentum for the long run, saying that the deal "positions us as the chief in hybrid, multi-cloud world."

The acquisition is expected to close in the 2d half of 2019.

a look forward

For 2019, IBM is guiding for diluted earnings per share (EPS) of as a minimum $12.forty five and adjusted EPS of at the least $13.90. The change of $1.45 is made from acquisition-linked charges linked to pink Hat, retirement-linked charges, and prices concerning the enactment of tax reform. The company additionally initiatives free cash movement of $12 billion. This counsel excludes any have an impact on from the crimson Hat acquisition, as plenty will rely on when the deal closes.

IBM's projections a bit exceeded analysts' consensus estimates, which referred to as for adjusted EPS of $13.79 on income of $seventy eight.82 billion. The larger-than-anticipated assistance become welcome information for buyers, who bid up the stock by using eight% within the wake of its income report.

IBM was able to shut the year with greater than 50% of its income from strategic imperatives, amounting to $39.eight billion. to place this into context, IBM had set a purpose to reach $forty billion, or about forty% of earnings by means of 2018. The enterprise still has a protracted method to go preserve brisk increase, however IBM is making development on the long and winding road.

Danny Vena has no place in any of the stocks outlined. The Motley fool has no place in any of the shares mentioned. The Motley fool has a disclosure coverage.


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System z Solutions Sales

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How to Setup Your Sales Team to be Wildly Successful | killexams.com real questions and Pass4sure dumps

Organizing Sales for Rapid Revenue Growth

When most people think about scaling a B2B company rapidly, they think about Sales closing a lot of business. It’s true that Sales are the closers. They are the finishers. You can do a lot of things right as a team, but ultimately someone has to score and put points on the board if you want to win. That is the role of Sales. Finishing off all the good work done by their teammates in Product and Marketing. If Sales can’t close, you can’t win deals. And if you are not winning deals, your company won’t grow very fast.

So what separates a Sales team that can close versus one that can’t?

Game plan and execution.

Sales teams that close in great quantity have a plan and execute it effectively over and over again. This post will cover how to organize your Sales, Sales Development and Customer Success teams to maximize revenue production, and set yourself up for the high renewal rates and large customer upsells that drive rapid growth.

This is the third and final post of a three part series describing a go-to-market framework that drove the growth of numerous high-growth technology companies. The first post of this series, Go Big or Go Home! How to Build an Awesome Go-To-Market Plan for Fast Growth, is an overview of that GTM framework and includes a more detailed description of the foundational components of any GTM plan: Product-Market Fit, Differentiated Product Strategy, and Message Platform and Value Proposition.

The second post of the series, How Marketing can Crush It, and Drive Meteoric Company Growth, describes the role that marketing plays in driving high growth, including Marketing Mix, Funnel Progression, and Sales and Marketing Integration.

This third and final post of this series will cover how Sales can leverage all the good work Product and Marketing teams have done to get the most from their pipeline of opportunities. Learn how Sales can close more deals, at higher contract values and blow out their numbers by nailing three key components of every GTM plan: Opportunity Development, Sales Strategy and Customer Success.

Opportunity Development

Sales Development typically has the job of qualifying and developing leads from Marketing, and turning them into opportunities for Sales. This is one of the most critical points in the GTM process since Sales Development is the link between Marketing and Sales. They have to have a good understanding of Marketing’s plans so they know where the leads are coming from and what to expect, as well as a good understanding of Sales’ needs, as that is the ultimate destination for their work.

Many companies direct their SDR teams to merely set up qualification calls with sales reps. In other words, just schedule meetings for the Sales team and let Sales do the selling. I think this sells the SDR team short by only letting them set up calls for the sales reps. The problem here is two-fold. First of all, SDRs can typically find lots of contacts that just want to schedule a call. This does not make them good prospects for your product, just curious ones. Secondly, this can generate a lot of calls for the Sales team that are just tire-kickers or seeking basic information, which is a waste of time for sales reps who should be selling later stage opportunities. SDRs can and should do more to qualify a prospect. It might take some training and practice, but SDRs should be able to understand a prospect’s needs, describe the company’s solution and determine if there is a fit and enough interest to move forward. Set up your SDR team to generate true SQLs, sales qualified leads that meet critical prospect criteria and are about to become sales opportunities. This frees up the Sales team to focus on closing, not qualifying.

Many SDRs also do outbound calling in addition to following up on the inbound leads. In my experience, these two tasks are very different and should probably be separate SDR teams because they require a different skill set. Cold-calling prospects is very different from following up on leads that have already engaged with the company. Some SDRs will be better at one versus the other. And it’s very difficult to do both at the same time, since they will need to constantly switch contexts and discovery techniques.

I get asked often if the SDR team should be managed by Sales or by Marketing and, in my opinion, either can work. But SDRs have more affinity to the Sales team and many will gravitate to a role as a sales rep in time. They have quotas, they are on the phone with prospects all the time, they are pitching the company’s value proposition and they work closely with sales reps to identify good opportunities. However, management of the SDR team is often an after-thought for the Sales leader in a Sales organization that is revenue driven. With Sales executives focused on closing deals, forecasting bookings, working with customers and partners or hiring a revenue generating sales team, the needs of the SDRs is often deemed a lower priority, despite its critical role. Marketing executives do tend to give SDRs more attention because all of their output goes through them.

Either way, organize your SDR team to be as productive as possible with the ability to qualify MQLs into SQLs, and by keeping them focused on either inbound or outbound prospects. And proactively support and manage them so they can generate a large amount of high quality opportunities for Sales.

Sales Strategy

So now you have SQLs from the target market flowing from the SDR team to the sales team. All you need to do now is close them! Easy right? Not exactly. Now the real fun begins as Sales directly engages prospects in presenting your value proposition and competitive advantage to address their business goals.

Simply put, the goal of your sales strategy is to close as much revenue from your opportunities as possible while building good long-term partnerships with your customers. This breaks down into two fundamental tasks: close as many of the opportunities as possible as quickly as possible, and maximize the long-term revenue or account value from each opportunity. The first task is efficiency-based because you want your sales team to focus their energy on the opportunities with the best chance to close easily. That frees up time to work new opportunities. The last thing you want to do is get stuck working a deal that never closes. It just wastes everyone’s precious time.

The second task means understanding what an account can produce not just this year, but in future years as well. This is about realizing the potential. The first task is about efficient use of resources. The second is about capturing the long-term potential. And remember that follow-on sales to existing customers typically take much less time than initial sales if your product-market fit is spot on and your product does what you said it should do. Sometimes it’s better to take the smaller deal quickly knowing there is more business in the account than holding out for the larger deal which can take longer and be harder to close.

To do this well, you have to have some fundamentals in place. Start with a very clear understanding of each prospect’s needs through detailed discovery. Before you start pitching anything, make sure you know what problems the prospect has and what goals they are looking to achieve. Only then can you assess how well your products may meet these needs. You might decide you can’t meet these needs and should move on or target a different group within the account. I am always amazed at how many sales calls I go on where the sales rep skips this discovery step and moves straight into their pitch. If you don’t understand the prospect’s goals and challenges, you can’t really pitch your product as a solution to them.

Inevitably every account is a little bit different, so be prepared to tailor your pitch to their needs, use cases and objectives. You are typically going to find a finite number of use cases for your product, so be versed in all of them and be ready to explain how your product is a perfect fit for this particular use case.

For each account, you should have a game plan for how you are going to close that account. Which people or departments you have to get on board, who are potential blockers, who will be advocates for your solution. And ultimately, who will be your champion. Nothing gets purchased without a champion who will carry the flag and gather the support and resources needed to buy and use your product. Ideally the champion is a very senior executive with the clout and budget to make the decision on their own without other executive approvals. But the bigger the deal is, and/or the more strategic the initiative, the more executives and departments will likely get involved. This may be frustrating as it will take longer to gather all the support, but ultimately it is a good thing since it’s an indication that this is a very important project and gives you the opportunity to build strong relations across many levels and many departments that you can leverage later on. Either way, small starter deal or big strategic deal, have a game plan for how you are going to get the deal closed. Map out the key players, possible champions, potential hurdles, sources of budget, and entrenched competitors and then build a plan to methodically attack and win over each one.

Pricing and packaging are critical to get any deal done. There are two key considerations when it comes to pricing and packaging your products. First, what pricing and packaging is the easiest for customers to understand and purchase. Many companies screw this up and make it extremely difficult for their customers to actually buy their products. Secondly, what kind of pricing and packaging will make the customer most successful long-term? So many times, pricing and packaging are set based on what a vendor wants to happen, not what will make a customer successful. For example, if they will likely need services to successfully implement the product, then include services in all the packages. If the analytics module is the best way to see the value the product delivers, then include the analytics module in all the packages. Giving customers too many options or allowing them to customize the solution to their liking may not be in their or your best interests.

Netflix is a good example of clean and effective pricing and packaging. Netflix has thousands of movies and TV shows in its catalog. Some are produced by Netflix, some not. Some will be viewed on laptops or phones, some on high definition (HD) TV’s. Most can be streamed, but some are only available on DVD’s. If Netflix gave their customers all these choices, it might be bewildering for them to decide what they were going to watch and how much they should pay. But Netflix makes it easy. With a monthly streaming subscription, you get every movie and series in their catalog automatically. Then they have 3 packages based on HD, and ultra HD, and number of simultaneous streams. If you want DVD’s, you have two choices for the number of DVDs you can have at once. Super simple and Netflix has ridden this easy subscription pricing and packaging model to $15B in revenues. Figure out what your customer needs to be successful, price it and package it to make it very easy to buy, and have a well thought-out account plan to guarantee closing more business faster.

When Taleo began to sell Performance Management in addition to Recruiting, it required a new sales approach, something we called the “Z strategy” because we had to sell across different departments and up and down several levels of management to close deals. We were zigzagging across the organization chart, but that is what it took to sell a broader multi-department solution.

Typically Sales should be able to generate some percentage (25%-60%) of their opportunities on their own with no help from Marketing or the SDR team. Every sales rep should be actively hunting for new business within their own territory and network. This has multiple benefits. First, it adds capacity to your pipeline generation capabilities since each sales rep is now adding to their own pipeline. It also helps to check the attitude of “where are my leads from Marketing,” since Sales is on the hook to generate some of their own as well. And it generates additional data points on what is working and where to target more comprehensive marketing campaigns. Untapped sources of revenue can often be discovered by one sales rep working a new market segment or use case. Ultimately, Sales creating some opportunities brings Sales and Marketing together in the same goal of generating pipeline and fosters a stronger team mentality.

And even though Sales is now working the opportunities, Marketing and Sales Development’s job is not over by any measure. They should go on a lot of sales calls to meet prospects directly and hear their priorities and needs in their own words. This is a great way to confirm product-market fit, hone messaging and value proposition, and identify competitive strengths and weaknesses.

Customer Success

Now that you have closed the deal, it’s time to celebrate the closing, cash your commission or bonus check and move on to a new account, right? Yes and no. Definitely celebrate the closing of a new account, but the truth is, your work has just begun. And you are entering a critical period of customer deployment that will set the stage for hopefully years of success and follow-on business. In a subscription business, most accounts churn because they fail to get started correctly in the first 30 to 60 days after buying the product. Typically, the users don’t get trained properly, or they are not able to realize the value of the solution, or the solution is not integrated into current operational systems. Somehow the account is either not using the solution or not realizing the value. And even though they may have signed up for a 12-month subscription, the account has essentially already churned. You just won’t find out about it for another 10 or 11 months.

An account that churns is a huge loss of the investment to win the account, the future revenue stream it won’t be producing, and the reputation damage that could tarnish your company’s image. Fortunately, most of the issues that cause churn are easily recognizable and usually highly preventable. Help the account get set up with your solution so they can be successful, even if you have to fund it. Have regular check-ins with key stakeholders and your internal champion to make sure things are going well. Do quarterly business reviews where you address issues, and tell them how much value you are adding to their business since they may not know or be able to discern it themselves. This will set you up well for renewals and potential upsells. Tending to accounts is like tending to any crop; if you ignore them and don’t water them or care for them, they will die.

Always be selling to your customers because other vendors are trying to unseat you, so you need to defend your turf and fight for renewals. And of course, each account represents future revenue potential in upsells to new groups, new use cases or new products. Ideally you can build a strong customer community around your company like Salesforce has and like we did at Taleo. As CMO at Taleo, I knew we had good potential for a customer community when I saw our customers setting up email groups and message boards with each other. We built an online community combined with additional customer events so they could connect and collaborate and the whole thing just took off. Ultimately this became another unique selling point for Taleo compared to our competition.

Upsells to your customer base should be much easier to close than initial deals if your product fits the market need. This is a huge advantage when it comes to ramping revenue. Typically the first deal is the smallest and the hardest to close. Think of the first deal essentially as a trial. It’s your chance to “prove-it” to the customer that you can deliver on the value proposition. There are no givens in a subscription business. You need to deliver every day, every week and every month.

Treat your new accounts like the trials they are, and you’ll have the right perspective on the amount of attention they need to succeed. If the trial or first deal is successful, then you’ll have an opportunity for a second deal typically within 6–12 months, which is usually a larger deployment of either users or products or both. The third deal within another 6–12 months is typically the whopper for a much larger deployment or site license. Have a plan to get through each stage and understand the account dynamics to make it happen. It will not happen on its own.

Now that you have happy customers that have deployed widely, it’s time to harness their feedback and start over again at Step 1 of the GTM framework: Product-Market Fit. Except now you are looking deep into the future of your current customers’ needs, as well as into those of your non-customer prospects, and developing future product roadmaps. Establish a Customer Advisory Board of some of your more thoughtful customers to help guide your product direction. They typically love interacting with senior executives of their vendors. You’ll need to balance the needs of your current customers with the needs of new prospects since they are not always aligned. It requires some tough choices but it is essential to maintaining product-market fit and revenue growth for the long-term.

So there you have it, the 9 critical components of your GTM strategy and how to nail each one, summarized below:

Go-To-Market Framework

1) Product-Market Fit: aligning product capabilities to the needs of the target market.

2) Differentiated Product Strategy: building a product differentiated from the competition.

3) Messaging Platform and Value Proposition: defining company differentiation and value provided to customers.

4) Marketing Mix: the ideal mix of programs to efficiently acquire target prospects.

5) Funnel Progression: rapidly moving prospects thru the buyer’s journey to a sale.

6) Sales and Marketing Integration: aligning goals and solidifying connections between Sales and Marketing.

7) Opportunity Development: turning leads into sales opportunities efficiently.

8) Sales Strategy: maximizing revenue generation from opportunities via pricing, packaging and sales techniques.

9) Customer Success: ensuring successful customers implementations to maximize long-term account value.

These components of the GTM framework need to line up together like the chambers of a lock. If even one of them is out of sync, it can shut you out of a huge market opportunity. But when they are aligned and working together like a machine, they will unlock rocket-like growth that will propel your company forward.

Al Campa is Founder and CEO of Rocket Scale, which advises companies on how to accelerate revenue with powerful go-to-market strategies. He can be reached via www.rocketscale.net.

This story is published in The Startup, Medium’s largest entrepreneurship publication followed by +420,678 people. Subscribe to receive our top stories here.

For Generation Z the digital experience is the human experience | killexams.com real questions and Pass4sure dumps

Credit: WP Engine

Today your digital life is every bit as important as your analog life because everything starts online, from the way people connect and interact with one another to how they do business or entertain themselves. The digital experience not only informs our human experience, it is inseparable from it.

Gen Z is responsible for this generational shift in attitude. Those born after 1996 have been digital natives their whole lives and consequently have far higher and different expectations when it comes to the types of digital experiences they will engage with.

If you represent a brand or an agency and you haven't started thinking about Gen Z, your competition most certainly has. Members of this group of consumers already control at least $50 billion in spending power, they've started entering the workforce and by 2020 they will make up the largest bloc of consumers in the world.

For WP Engine, understanding this evolution in the digital landscape being driven by Gen Z is critical to ensure our customers' future success. Digital informs everything they do. Fifty-four percent of Gen Z believe the people who build and manage the internet are more important than politicians, and 64 percent of them would rather have unlimited access to the internet than a college degree.

To explore Gen Z's relationship with digital, we commissioned an annual international study to explore the ways Gen Z behaves, buys and builds online. This year's results, which were made available last week, track some patterns from last year's study, while others signal entirely new trends and illuminate new areas. Overall, our goal was to present marketers and agencies with a starting point for meeting Gen Z where they are today, and help marketers and creatives figure out what to do once they get there.

We found that reaching Gen Z means businesses of all stripes must embrace the new digital-human experience or risk obsolescence. For example, we found that 67 percent of Gen Z believe websites will know what they're looking for before they do anything. Forty percent said they would stop visiting a website altogether if it didn't anticipate what they needed, liked or wanted. This means a huge majority of Gen Z expects predictive personalization to be part and parcel of the websites they interact with. If it's not, many of them will take their business elsewhere.

We found that 47 percent of Gen Z believe websites will become more human in experience by exhibiting emotions when they visit and interact with them. Thirty-eight percent said they would forgo privacy concerns and provide data if it meant they could prioritize a personalized experience. Sense a theme here? This generation, more than any generation before it, expects digital experiences to be deeply relevant, anticipatory and seamlessly intertwined with their physical experience.

Today, marketers only have seven seconds to get the attention of Gen Z before they move on to something else—with millennials, it's 12 seconds. Because they've been digital natives throughout their lives, Gen Z has almost no patience when it comes to slow websites or mobile applications. They have infinite choice at their fingertips, and they will move on.

Overall, we found that Gen Z is ushering in a new digital standard, one that requires brands and agencies to engage quickly—with emotion and entertainment, in new places and through new technologies, and authentically in a way that is true to their brand.

At WP Engine, we've built our digital experience platform around the belief that WordPress is the best content management system for catering to Gen Z, precisely because it can help businesses go to market faster and because its open source nature means it can natively integrate with any emerging technology. Closed, proprietary software solutions are becoming archaic. We believe open source levels the playing field for marketers and technologists who hope to capture a younger, evolving audience with new digital expectations.

We also understand that as a brand marketer or an agency, your job is to convince stakeholders to move at a faster pace than they might be comfortable with. We hope you find this study serves as an actionable roadmap to begin thinking about Gen Z and the new role digital experiences play in all of our lives. You can find the study at wpengine.com/gen-z-us/.

At WP Engine, we're dedicated to this ongoing study of the new digital reality, how it's become the human reality and the generational shifts that are informing it. By understanding how Gen Z behaves, buys and builds online, we can better assist others who are trying to reach this new generation of consumers and the unprecedented buying power and influence they wield. Businesses that are able to adapt to this new reality have a bright future ahead of them. Those that fall behind, unfortunately, will become obsolete.


Omnova Solutions: Downside Risk Remains | killexams.com real questions and Pass4sure dumps

No result found, try new keyword!OMNOVA Solutions' revenues ... by author using data from financial filings retrieved via SEC's EDGAR system. Note: Edward I. Altman and others, subsequent to the development of the Z-score, created se...


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